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Japanese to English: Dialog between CEO and university professor General field: Bus/Financial Detailed field: Management
Source text - Japanese カエルがヘビを見るとき
CEO やはり1990年、2000年ごろまでは、まだ相当豊かだという感覚を持つことができていました。そろそろ日本は駄目だと感じ始めたのは、エレクトロニクス産業が凋落し始めたときだったのではないでしょうか。ついにそれが確実に目の前に表れてしまったのが、2011年か2012年ぐらいですね。いろいろ言いながらも、2010年近くまで、リーマンショックぐらいまでは、日本はものづくりの国でありテクノロジーが強いというのを、政府も国民も信じていたと思います。やはり今回のエレクトロニクスの大変な赤字によって、損益の変曲点が来たことを誰もが痛切に感じてしまいました。ただ、エレクトロニクス企業の赤字は、円高の影響が大きいのですが。自動車産業だけがまだ頑張ってはいるけれど、そこに提供している素材は欧米と相対的に比べてまだ遅れている。ヘルスケアもまだ軌道に乗っていない。そういう意味で、日本に本当の切迫感が出始める元年ではないかと思うんです。そうなると、日本人というのは逆に強いはずです。ぬるま湯状況の中で２０年が過ぎてしまいましたが、もうぬるま湯どころではありません。カエルがヘビに出合ってしまったぐらいの危機的状況になっています。
教授 ということは、豊かでゆでガエルみたいになっていた状況が、その豊かさが壊れることによって、変わるかもしれないと。
CEO ええ。その元年が去年か今年ではないかと思うんです。
教授 そのときに、「サンライズーアゲイン」でもう一度日本は復活できるという話と、ゆでられてしまった日本はもう復活できないのではないかという見方かおりますね。
CEO これまでと同じ方向には進士ないでしょう。しかし日本人は、東日本大震災の経験、原発事故、これほどの産業の衰退などを次々に経験してきたわけです。だからこそ、そこから２１世紀の半ばや後半までを見渡して、日本人ならではの新しい分野のりーダーになるべきです。僕は、そうなれると思います。このまま朽ち果てるとは思えないですよ。
Translation - English When the Frog Encounters the Snake
Kobayashi: I think we were able to keep a sensation that things were relatively affluent through the nineties and even up to about 2000. The feeling that Japan was soon going to be in trouble began to emerge when the electronics industry began to decline. I don’t think it was until 2011 or 2012 that it was glaringly obvious.
While there was a lot of talk, up until nearly 2010, around the time of the Lehman Shock, the government and the people still seemed to hold onto the belief in Japan as the manufacturing country with strong technology. But finally, due to this last bout of red-ink-drenched results from the electronics sector, the reality that they have passed the flex point between profit and loss is so painfully clear—although it has to be said that the deficits of the electronics companies are mostly the result of the strong yen.
Only the automobile industry is still hanging in there. However, the sector that supplies the materials to it is still lagging compared with Europe and North America. Moreover, healthcare is yet to get on any growth track. Considering these factors, I suggest we have entered the first year of a true sense of crisis in Japan. I think this crisis will cause Japanese to toughen up.
Life has continued cozily for 20 years like a frog’s life in a hothouse but the hothouse has gone. Now, like if that frog were to encounter a snake, I think Japan is about to enter a state of crisis.
Japanese to English: Personal Recommendation General field: Bus/Financial Detailed field: Management
Source text - Japanese ［［［1. Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant's role in your organization.］］］
[[[2. How do the candidate's performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples.]]]
[[[3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant's response.]]]
Translation - English ［［［1. Please comment briefly on the context of your interaction with the applicant. If applicable, describe the applicant's role in your organization.］］］
Between September 2012 and June 2013, F and I were partners in a project.
I had frequent dealings with F in an M&A project case during the first five-month period, and this involved us working together cooperatively. At the time, F was the sole case member on the Japan side. F was case leader for researching the insurance market in Japan and proposing strategies and solutions for valuation and M&A. In this capacity, she worked together with me and three others.
In the four-month period following this, the project concerned IT implementation. In this stage of the project, I looked at the case in which F was involved in my capacity as supervising partner. At that time, I did not have direct dealings with F but I was well aware of F's performance.
In addition, F was actively involved in AKA SIPN, for which I served as the chair. F organized the end-of-year CA each year and other AKA events.
As I have also sat with F in the same community (group decided by seat), I have observed F from a broader perspective than just her project work.
As a consultant, I would describe F as one of our top performers, and as a member of AKA, F contributed to the Tokyo Office in various different ways.
[[[2. How do the candidate's performance, potential, or personal qualities compare to those of other well-qualified individuals in similar roles? Please provide specific examples.]]]
In a word, F is "the best and brightest."
F is a fast learner. Although being a foreigner and a new-comer to insurance, she was able to gather examples of laws and ordinances on M&A in the Japanese insurance sector. It took just one week to collect the material and to be able to discuss it with the client.
F can step back and think about the action base, making her better able to effect contribution from others.
When the communication plan was being created after the M&A completion, F thoroughly considered what message to disseminate to the public, taking into account the client's standpoint. In light of the media environment at the time, she proposed to hold back on making press releases during and directly after the M&A.
In her communications with clients, F was attentive to the possibility that agreements reached at the conceptual level may be dropped when it was time for action, and strove to prevent this. She effectively moved the client's team into action in the implementation project.
I imagine it was an immense task for F as a foreigner to work as a consultant in a predominantly Japanese-language work environment. And I have much admiration for her efforts as an organizer of the annual end-of-year Charity Auction and other AKA events. I truly appreciate her spirit of wanting to contribute her own skills to the organization and company in which she was employed.
[[[3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant's response.]]]
F was the "best and brightest" but she lacked self-confidence.
In the M&A case, although it was her own investigative results and proposal, she was reluctant to converse directly with the clients. I discussed this with F and advised her to converse with more confidence. She told me that she actually did want to converse, but it was difficult because she was afraid of making an error. She then asked me whether or not I would consider it frightening to make a mistake. I told her that one should not be concerned about speaking in error but to think logically and say what one feels comfortable with saying.
Following this, F became involved in the implementation case, which required heavy client interaction. She became a consultant who actively engaged in discussion with the client and communicated effectively. In a recent conversation I had with F, she kindly told me that thanks to my advice, she was now able to converse with confidence by speaking about what she felt comfortable with.
F is an individual who truly takes on advice. She is quick to digest the advice and reflect it in her own actions.
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Bachelor's degree - UTAS
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Years of experience: 32. Registered at ProZ.com: Apr 2006.
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